04 人力资源课件The Predictable Level - Maturity Level 4.pdf

1、PeopleCapability Maturity ModelThe Predictable Level Maturity Level 4Process Areas at the Predictable Level focus on exploiting the knowledge andexperience of the workforce framework developed at Level 3. Thecompetency-based processes used by different workforce competencies areinterwoven to create

2、integrated, multidisciplinary processes. Workgroups areempowered to manage their own work processes and conduct some of theirinternal workforce activities. The artifacts produced through the performanceof competency-based processes are captured and developed for reuse.Individuals and workgroups quan

3、titatively manage the competency-basedprocesses that are important for achieving their performance objectives. Theorganization manages the capability of its workforce and of the competency-based processes they perform. The effect of workforce practices on thesecapabilities is evaluated and correctiv

4、e actions taken if necessary. Mentorsuse infrastructure provided by the organizations workforce competencies toassist individuals and workgroups in developing their capability. The processareas at Maturity Level 4 include: Process areas Competency Integration 403Empowered Workgroups 423Competency-Ba

5、sed Assets 447Quantitative Performance Management 471Organizational Capability Management 493Mentoring 525Competency IntegrationA process area at Maturity Level 4: PredictablePeople Capability Maturity Model Version 2Copyright 2001 by Carnegie Mellon University 403Purpose The purpose of Competency I

6、ntegration is to improve the efficiencyand agility of interdependent work by integrating the process abilitiesof different workforce competencies.Description An integrated competency-based process is one that has been integratedfrom the separate competency-based processes used by differentworkforce

7、competencies. At the Defined Level of the People CMM,individuals used defined interfaces between their separate competency-based processes to manage mutual dependencies. An integratedcompetency-based process is formed from integrating and interweavingdifferent competency-based processes to achieve a

8、 seamless process-basedinteraction among individuals possessing different workforcecompetencies. These integrated competency-based processes provide formuch more tightly interlaced interactions among different competencycommunities that allow problems among product, service, or workdependencies to b

9、e identified and corrected much earlier. Thus,individuals with different workforce competencies work together using asingle, integrated, multi-disciplinary process, rather than workingseparately using the independent processes of their respectivecompetencies or disciplines.Integrated competency-base

10、d processes are beneficial to product designteams by accelerating the processes of making design decisions andidentifying and correcting design problems. They are beneficial to productproduction teams by increasing flexibility in designing work proceduresand by avoiding problems with workflows isola

11、ted within functions. Theyare also beneficial to service delivery teams by integrating the workforcecompetencies required to satisfy a customer s needs. For simplicity ofexpression throughout the Predictable and Optimizing maturity levels ofthe People CMM, the phrase “competency-based processes” wil

12、l be usedto refer to both the competency-based processes defined in theCompetency Analysis process area and the integrated competency-basedCompetency Integration Level 4: Predictable404 People Capability Maturity Model Version 2processes defined in the Competency Integration process area. Thus,“comp

13、etency-based processes” could refer either to the processes of asingle workforce competency, or to multi-disciplinary processes integratedfrom the processes of several workforce competencies.Competency Integration involves analyzing work to identify high leverageopportunities to integrate the proces

14、ses used by different workforcecompetencies. These integrated competency-based processes are definedand work situations are tailored for their use. Individuals involved inmulti-disciplinary activities receive the preparation needed to work in amulti-disciplinary environment. Multi-disciplinary work

15、is reviewed withregard to status, development needs, and improvement opportunities.Workforce practices and activities such as staffing, performancemanagement, compensation, and arranging the work environment areadjusted to support multi-disciplinary work using integrated competency-based processes.G

16、oalsGoal 1 The competency-based processes employed by different workforcecompetencies are integrated to improve the efficiency ofinterdependent work.Goal 2 Integrated competency-based processes are used in performing workthat involves dependencies among several workforce competencies.Goal 3 Workforc

17、e practices are designed to support multi-disciplinary work.Goal 4 Competency Integration practices are institutionalized to ensure theyare performed as defined organizational processes.Level 4: Predictable Competency IntegrationPeople Capability Maturity Model Version 2 405Commitment to PerformComm

18、itment 1 The organization establishes and maintains a documented policy forconducting Competency Integration activities.Issues typically addressed in the policy include:1. Competency Integration activities serve the business objectives and statedvalues of the organization.2. Competency Integration a

19、ctivities are included in the organizations strategicworkforce plan and the planned workforce activities within units.3. Competency Integration activities are conducted to improve the efficiency ofcommitted work that involves substantial dependencies among individualspossessing different workforce c

20、ompetencies.4. Procedures are developed for guiding the organizations CompetencyIntegration activities. These procedures typically specify: how work is to be analyzed and designed to integrate the processabilities of different workforce competencies, how integrated competency-based processes are def

21、ined and maintained, how individuals and workgroups are prepared to use integratedcompetency-based processes, and how workforce practices and activities are adjusted to supportcompetency integration.5. Competency Integration practices and activities comply with relevant laws,regulations, and organiz

22、ational policies.Commitment 2 An organizational role(s) is assigned responsibility for coordinatingCompetency Integration activities across the organization.Competency Integration Level 4: Predictable406 People Capability Maturity Model Version 2Ability to PerformAbility 1 Within relevant organizati

23、onal units or other entities, an individual(s)is assigned responsibility and authority for ensuring that CompetencyIntegration activities are performed.When all activities for integrating multiples workforce competencies canbe conducted within a single unit, such as an engineering department ora mar

24、keting and sales department, the individual(s) in charge of that unitwill usually either accept or delegate responsibility for ensuring thatcompetency integration occurs. In some instances, the workforcecompetencies to be integrated report into different organizational units(an engineer, a customer

25、service representative, and a marketingspecialist). In these instances, a virtual management team composed ofmanagement delegates from the different organizational units mayassume responsibility for integrating multiple workforce competencies.Ability 2 A responsible individual(s) coordinates the act

26、ivities for defining,developing, and maintaining each integrated competency-basedprocess.Ability 3 Adequate resources are provided for performing CompetencyIntegration activities.1. The work processes to support each of the organizations workforcecompetencies have been defined.Refer to Practices 2 a

27、nd 5 of the Competency Analysis process area forinformation regarding analyzing and documenting these competency-based processes.2. Experienced individuals with expertise in process analysis and definition areavailable for defining integrated competency-based processes.Level 4: Predictable Competenc

28、y IntegrationPeople Capability Maturity Model Version 2 407Examples of individuals with expertise in process analysis and definitioninclude the following: Process owners Subject matter experts Process improvement or quality assurance groups Organizational effectiveness or development professionals3.

29、 Resources for supporting Competency Integration activities are madeavailable.Examples of resources to support competency integration include thefollowing: Process analysis and definition tools Space for integrated activities Communication equipment Tools for managing process and role definitions4.

30、Funding to accomplish Competency Integration activities are madeavailable.5. Adequate time is made available for defining, training, and facilitating theadoption of integrated competency-based process abilities.Ability 4 Those involved in defining integrated competency-based processesdevelop the kno

31、wledge, skills, and process abilities needed to performprocess analysis and definition.Ability 5 Affected individuals and workgroups develop the knowledge, skills,and process abilities needed to perform the integrated competency-based processes involved in their work.1. Documentation of the organiza

32、tions business activities and processes aremade available for analysis.2. Preparation in integrated competency-based processes is provided to allaffected individuals and workgroups.Competency Integration Level 4: Predictable408 People Capability Maturity Model Version 2Preparation in integrated comp

33、etency-based processes can be plannedand delivered in a number of ways, including the following: As competency development activities As specific training and development activities in personal development plans As workgroup development activities3. Those who manage work performed through integrated

34、 competency-basedprocesses receive the preparation needed to manage in multi-disciplinarysituations.Examples of topics to be covered in preparing responsible individuals tomanage multi-disciplinary work include the following: Typical management approaches and techniques appropriate to each of the wo

35、rkforce competencies involved Management techniques appropriate for multi-disciplinary activities Techniques for adopting, deploying, and installing integrated competency-base processes Diagnosing problems and improvement opportunities inmulti-disciplinary work Resolving conflicts among different di

36、sciplines Adjusting and performing workforce practices inmulti-disciplinary situations Methods for continuously improving multi-disciplinary work4. Individuals participating in integrated competency-based processes arecross-trained as needed in the competency-based processes employed byother workfor

37、ce competencies so that they can: better understand the context of integrated competency-based processes, develop more accurate expectations about how those possessing otherworkforce competencies may react under changing conditions, and expand their ability to fill roles in the workgroup that they w

38、ould notordinarily undertake.5. Additional facilitation is made available, as necessary, for workgroupsdeploying integrated competency-based processes.Level 4: Predictable Competency IntegrationPeople Capability Maturity Model Version 2 4096. Additional preparation is made available, as necessary, w

39、hen integratedcompetency-based processes are changed.Ability 6 The practices and procedures for performing Competency Integrationare defined and documented.1. Practices and procedures are defined and documented at the organizationalor unit levels, as appropriate.2. Guidelines for tailoring the pract

40、ices and procedures for use in differentcircumstances are documented and made available, as necessary.3. The individual(s) assigned responsibility for Competency Integrationactivities across the organization ensures that defined practices andprocedures are: maintained under version control, dissemin

41、ated through appropriate media, interpreted appropriately for different situations, and updated through orderly methods.4. Experiences, lessons learned, measurement results, and improvementinformation derived from planning and performing Competency Integrationpractices are captured to support the fu

42、ture use and improvement of theorganizations practices.Practices PerformedPractice 1 Business activities involving dependencies among multiple workforcecompetencies are identified.1. Business activities where individuals representing two or more workforcecompetencies have shared dependencies or defi

43、ned interfaces between theircompetency-based processes are identified and evaluated on such factors as: how frequently they occur in ordinary business operations, the opportunity to improve operating efficiency or quality by integratingtheir processes more tightly,Competency Integration Level 4: Pre

44、dictable410 People Capability Maturity Model Version 2 the frequency with which coordination problems occur in theseinteractions that result in poor efficiency or reduced quality, and the impact that greater efficiency or accuracy in these operations wouldhave on improving business performance, qual

45、ity, or customersatisfaction.2. The organization selects those business activities that involve multipleworkforce competencies evaluated as having the most impact on its businessperformance as candidates for integrating their competency-based processes.Practice 2 Dependencies and interfaces among mu

46、ltiple workforce competenciesare analyzed to identify opportunities for integrating theircompetency-based processes.1. Individuals who perform business activities that involve multiplecompetencies are involved in analyzing and integrating competency-basedprocesses.2. Competency-based processes used

47、by different workforce competencies areanalyzed to identify opportunities for improved efficiency such as: iterative processes within or among workforce competencies that couldbe reduced by tighter integration among competency-based processes, sequential processes within or among workforce competenc

48、ies thatcould be performed in parallel, idle time that could be eliminated by tighter integration, sources of defects that could be reduced or eliminated, and joint rather than separate activities that reduce effort, lower costs,shorten schedule, reduce errors, or improve the quality of products ors

49、ervices.3. Analyses are performed to identify the most efficient methods for integratingcompetency-based processes for each situation selected for integration.Level 4: Predictable Competency IntegrationPeople Capability Maturity Model Version 2 411Situations may differ in the most efficient methods

50、for introducingintegrated competency-based processes. Some situations may benefitmost from integrating the processes of all involved workforcecompetencies at once, while other situations may require that differentworkforce competencies have their processes integrated in stages. Forinstance, the orga